Michael_A._Hitt,_R._Duane_Ireland,_Robert_E._Hosk

(Kiana) #1

32 Part 1: Strategic Management Inputs



  1. Y. Luo, 2007, From foreign investors to
    strategic insiders: Shifting parameters,
    prescriptions and paradigms for MNCs in
    China, Journal of World Business, 42: 14–34.

  2. S. Awate, M. M. Larsen, & R. Mudambi,
    2015, Accessing vs sourcing knowledge:
    A comparative study of R&D
    internationalization between emerging
    and advanced economy firms, Journal of
    International Business Studies, 46: 63–86;
    M. A. Hitt & X. He, 2008, Firm strategies in
    a changing global competitive landscape,
    Business Horizons, 51: 363–369.

  3. M. Rhodan, 2015, GM sold a record
    number of vehicles in 2014. Time,
    http://www.time.com, January 16.

  4. A. Ritesh, 2014, Jeffrey Immelt on General
    Electric’s exposure in Russia, growth
    in emerging markets, Benzinga, http://www.
    benzinga.com, December 17; J.-F. Hennart,
    2012, Emerging market multinationals and
    the theory of the multinational enterprise,
    Global Strategy Journal, 2: 168–187;
    S. Malone, 2011, GE’s Immelt sees new
    economic era for globe, Financial Post,
    http://www.financialpost.com, March 13.

  5. S. Ramachandran & T. Stynes, 2015, Netflix
    steps up foreign expansion: Subscriber
    editions top streaming service’s forecast,
    helped by growth in markets abroad, Wall
    Street Journal, http://www.wsj.com, January 21.

  6. R. M. Holmes, T. Miller, M. A. Hitt, & M. P.
    Salmador, 2013, The interrelationships
    among informal institutions, formal
    institutions, and inward foreign direct
    investment, Journal of Management,
    39: 531–566; K. D. Brouthers, 2013, A
    retrospective on: Institutions, cultural
    and transaction cost influences on entry
    mode choice and performance, Journal of
    International Business Studies, 44: 14–22.

  7. U. Andersson, P. J. Buckley, &
    H. Dellestrand, 2015. In the right place
    at the right time!: The influence of
    knowledge governance tools on
    knowledge transfer and utilization in
    MNEs, Global Strategy Journal, 5: 27–47;
    H. Kirca, G. T. Hult, S. Deligonul,
    M. Z. Perry, & S. T. Cavusgil, 2012,
    A multilevel examination of the drivers
    of firm multinationality: A meta-analysis,
    Journal of Management, 38: 502–530.

  8. D. G. Collings, 2014. Integrating global
    mobility and global talent management:
    Exploring the challenges and strategic
    opportunities, Journal of World Business,
    49: 253–261; Y.-Y. Chang, Y. Gong, &
    M. W. Peng, 2012, Expatriate knowledge
    transfer, subsidiary absorptive capacity,
    and subsidiary performance, Academy of
    Management Journal, 55: 927–948.

  9. J. P. Quinlan, 2011, Speeding towards a
    messy, multi-polar world, in What’s Next
    2011 , New York: McGraw-Hill Professional,
    E-Book.

  10. H. Kim & M. Jensen, 2014, Audience
    heterogeneity and the effectiveness
    of market signals: How to overcome


liabilities of foreignness in film exports?
Academy of Management Journal, 57:
1360–1384; B. Elango, 2009, Minimizing
effects of “liability of foreignness”:
Response strategies of foreign firms
in the United States, Journal of World
Business, 44: 51–62.


  1. F. Jiang, L. Liu, & B W. Stening, 2014, Do
    foreign firms in China incur a liability
    of foreignness? The local Chinese firms’
    perspective, Thunderbird International
    Business Review, 56: 501–518; J. Mata &
    E. Freitas, 2012, Foreignness and exit
    over the life cycle of firms, Journal of
    International Business Studies, 43: 615–630.

  2. T. Chi & Z. J. Zhao, 2014, Equity Structure
    of MNE affiliates and scope of their
    activities: distinguishing the incentive
    and control effects of ownership, Global
    Strategy Journal, 4: 257–279; M. A. Hitt,
    R. E. Hoskisson, & H. Kim, 1997,
    International diversification: Effects on
    innovation and firm performance in
    product-diversified firms, Academy of
    Management Journal, 40: 767–798.

  3. S. Keukeleire & B. Hooijmaaijers, 2014,
    The BRICS and other emerging power
    alliances and multilateral organizations
    in the Asia- Pacific and the Global South:
    Challenges for the European Union and
    its view on multilateralism, Journal of
    Common Market Studies, 52: 582–599.

  4. K. Kalasin, P. Dussauge, & M. Rivera-
    Santos, 2014, The expansion of emerging
    economy firms into advanced markets:
    The influence of intentional path-
    breaking change, Global Strategy Journal,
    4: 75–103; R. Ramamurti, 2012, What is
    really different about emerging market
    multinationals? Global Strategy Journal,
    2: 41–47.

  5. M. Naim, 2013, Power outage, Bloomberg
    Businessweek, March 3: 4–5.

  6. H. Kim, R. E. Hoskisson, & S.-H. Lee, 2015.
    Why strategic factor markets matter: ‘New’
    multinationals’ geographic diversification
    and firm profitability, Strategic
    Management Journal, Forthcoming;
    G. McDermott, R. Mudambi, & R. Parente,
    2013, Strategic modularity and the
    architecture of the multinational firm,
    Global Strategy Journal, 3: 1–7.

  7. R. D. Ireland & J. W. Webb, 2007, Strategic
    entrepreneurship: Creating competitive
    advantage through streams of innovation,
    Business Horizons, 50(1): 49–59; G. Hamel,
    2001, Revolution vs. evolution: You need
    both, Harvard Business Review, 79(5):
    150–156.

  8. K. H. Hammonds, 2001, What is the state
    of the new economy? Fast Company,
    September, 101–104.

  9. M. E. Schramm & M. Y. Hu, 2013,
    Perspective: The evolution of R&D
    conduct in the pharmaceutical industry,
    Journal of Product Innovation Management,
    30: 203–213; S. W. Bradley, J. S. McMullen,
    K. W. Artz, & E. M. Simiyu, 2012, Capital is


not enough: Innovation in developing
economies, Journal of Management
Studies, 49: 684–717; D. Dunlap-Hinkler,
M. Kotabe, & R. Mudambi, 2010, A story
of breakthrough versus incremental
innovation: Corporate entrepreneurship
in the global pharmaceutical industry,
Strategic Entrepreneurship Journal, 4:
106–127.


  1. G. Pacheco-de-Almeida, A. Hawk, &
    B. Yeung, B. 2015, The right speed and
    its value, Strategic Management Journal,
    36: 159–176; A. Hawk, G. Pacheco-De-
    Almeida, & B. Yeung, B. 2013, Fast-mover
    advantages: Speed capabilities and entry
    into the emerging submarket of Atlantic
    basin LNG, Strategic Management Journal,
    34: 1531–1550.

  2. P. C. Patel, S. A. Fernhaber, P. P. McDougall-
    Covin, & R. P. van der Have, 2014, Beating
    competitors to international markets:
    The value of geographically balanced
    networks for innovation, Strategic
    Management Journal, 35: 691–711;
    N. Furr, F. Cavarretta, & S. Garg, 2012,
    Who changes course? The role of
    domain knowledge and novel framing
    in making technological changes,
    Strategic Entrepreneurship Journal, 6:
    236–256; L. Jiang, J. Tan, & M. Thursby, 2011,
    Incumbent firm invention in emerging
    fields: Evidence from the semiconductor
    industry, Strategic Management Journal,
    32: 55–75.

  3. M. G. Jacobides, 2013, BlackBerry forgot
    to manage the ecosystem, Business
    Strategy Review, 24(4): 8; R. Adner &
    R. Kapoor, 2010, Value creation in
    innovation ecosystems: How the structure
    of technological interdependence affects
    firm performance in new technology
    generations, Strategic Management
    Journal, 31: 306–333.

  4. C. M. Christensen, 1997, The Innovator’s
    Dilemma, Boston: Harvard Business
    School Press.

  5. K Bilir, 2014, Patent laws, product life-cycle
    lengths, and multinational activity, 2014,
    American Economic Review, 104: 1979–2013.

  6. C. Christensen, 2015, Disruptive
    innovation is a strategy, not just the
    technology, Business Today, 23(26):
    150–158; A. Kaul, 2012, Technology
    and corporate scope: Firm and rival
    innovation as antecedents of corporate
    transactions, Strategic Management
    Journal, 33: 347–367.

  7. J. Henkel, T. Rønde, & M. Wagner,
    2015, And the winner is—acquired.
    Entrepreneurship as a contest yielding
    radical innovations. Research Policy, 44:
    295–310; C M. Christensen, 2006, The
    ongoing process of building a theory of
    disruption, Journal of Product Innovation
    Management, 23: 39–55.

  8. U. Stettner & D. Lavie, 2014, Ambidexterity
    under scrutiny: Exploration and
    exploitation via internal organization,

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